Tradition Meets Transformation Between preservation and renewal, stagnation looms
In family businesses, leadership transitions often bring fundamentally different visions into conflict – especially between the outgoing and incoming generation.
What senior leaders have seen as a proven course for decades is now critically questioned by the successors. The older generation relies on experience, continuity, and established structures. The younger generation pushes for innovation, digitalization, and more agile processes. These differences are understandable but carry great conflict potential: between respect for tradition and a desire for change, misunderstandings, stagnation, or even power struggles can arise — especially if the generational shift is not handled openly and as equals.
Typical conflicts during leadership transitions in family businesses:
Succession Conflicts
Lack of succession planning, patriarchal structures, the mindset: "Blood is thicker than competence." The eldest son is expected to take over – even though the daughter may be more qualified. The result: overwhelm, frustration, and a lack of leadership within the company.
Unclear Roles
“Mom” in the meeting, boss on paper – but clear boundaries are missing. Family roles and business roles get blurred, and decisions are made emotionally instead of professionally. This creates confusion and undermines authority both internally and externally.
Unequal Treatment of Siblings
One brother works in the company, the sister doesn’t — but still receives half the shares. Frustration is inevitable: “I do the work, she gets the payout!” A common issue when ownership and contribution are not clearly separated, leading to tensions in the family and business.
Family vs. Employees
When family dynamics interfere with business operations — e.g., unclear leadership, favoritism, or undermining authority in front of employees. (Note: Your original text here may need correction; it repeated content from an unrelated section.)
Disputes Over Estate Administration
Unclear asset values: when assets are missing, undervalued, or misappropriated.
Conflicts among co-heirs: especially in inheritance communities, for example, when there’s disagreement about how to use, manage, or sell company property.
Conflicts during leadership transitions in family businesses? Mediation can help.
Stephanie Seilern
How Mediation Helps with Value Conflicts:
Value conflicts are especially emotional because they touch on identity, recognition, and life choices. As a mediator, I offer a neutral space to:
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foster mutual understanding of each generation’s perspective,
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question old beliefs without causing harm,
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refocus on shared values (e.g., respect, cohesion, family harmony),
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find practical ways to interact with appreciation despite differing views.
Status Quo
Mediation Process
Initial Consultation
Clarifying expectations and framework conditions.
Issue Collection
All points of conflict and interests are laid out.
Clarifying Interests
Developing a shared understanding of needs and desires.
Finding Solutions
Creative development of fair and realistic options.
Agreement
Formalizing the resolution to prevent future disputes.
More areas
Inheritance Dispute
When the last will leads to family conflict – The older generation has clear ideas about how the family assets should be distributed. The younger generations demand equal treatment or question traditional rules.
Value Conflicts
When different life perspectives lead to conflict – While the older generation prioritizes security and stability, the younger ones seek flexibility, self-fulfillment, and work-life balance.
Care & Responsibility
When caring for parents becomes a real test – The older generation has clear ideas about how the family assets should be distributed. The younger generations demand equal treatment or question traditional rules.